Am5107 Organisation And Management : Assessment Answers

• The concerned organization needs to bring a change in order to avoid any kind of financial risk (Kossek et al., 2014)
• The Air New Zealand needs to bring a change in the way the business is conducted as per the reason, the staffs are needed to be engaged in the decision making process in terms of a change process
• Change will be essential for the organization and in terms of change; more responsibilities will be given to the staffs (Petrou et al., 2016).

Each of the afore-mentioned reasons is worth considering according to the organizational theory of contingency or situational approach. According to the organizational theory of contingency, it is essential to work as per the external changes faced by an organization (Sharif & Scandura, 2014). Moreover, if the hierarchical structure of organizations can be considered here, then it can be said that the third reason is relevant as well as attainable. The third reason is indicative of the fact that the change is required in order to share responsibilities within more individuals of the organization (Vakola et al., 2013). Thus, through the particular change the organization will become more hierarchical as well as centralized.

1. b)

It is a possibility that the organization will face potential resistance from the employee ground and three reasons due to which such resistance is likely to occur are -

• The employees will resist as they will have the fear to lose their position
• Most of the staffs are likely to resist as per the reason that they simply do not understand the need to bring the change (Vakola et al., 2013)
• On the other hand, the organization’s staffs will resist due to the face that they may have low trust on the organization because of lack of proper communication

Each of the above-mentioned reasons is frequent to occur. It is because, most of the time, with the implementation of a change an organization is more likely cut-off the salary or minimize the number of employees. Thus, fear of losing position in the organization is one of the most valid reasons, which can occur in the concerned organization. Besides, if the organization is suffering with lack of flexible communication, then the other two identified reasons are mostly to occur (Bridges & Bridges, 2017). It is because, without a proper communication, staffs will not understand the need for change, neither there will be trust in the employees’ minds regarding the organization.

c)

In the context of organizational change and motivation, two of the most convenient theories of motivations would be the transformational leadership theory and Maslow’s Hierarchy of Needs. Prior to identify how the theories will be applied in the workplace of the considered organization, it is essential to say that according to the transformational theory of leadership, in order to provide motivation to the employee, it is necessary to motivate them by working along with them. More precisely, the theory is indicative of the fact that if managers or leaders will work along with the subordinates and collect feedback from the, it will assure the employees about the fact that their efforts are being prioritized by the organization (Carter et al., 2013). However, for implementing the procedure in the current organization, the following procedures can be applied –

• Managers will work along with the employees by monitoring their activities
• Employees will be given feedback on frequent basis
• Employee-problems will be shared frequently

On the other hand, Maslow’s hierarchy of needs’ safety and security in the physiological, financial, belonging, esteem and self-actualization are the determinants for motivating an individual. However, in the workplace, in order to implement the theoretical concept, managers or leaders of a business organization can consider to help the employees in understanding the meaning and significance of their roles in the organization. Thus, the theoretical concept will be applied as per the following –

• Managers will apply the transformational theory and through that talk in a regular basis to generate awareness about individual employee position and its need in the organization.

d)

If all of the staffs will not act in a positive way in time of bringing the change in the organization, the following four procedures will be applied –

• The employees will be assured to be provided with a generous amount of incentives if they will show positive approach towards the change
• A face-to-face to discussion will prove convenient in dealing with the issue (Benn et al., 2014)
• An open door policy will be implemented through which the employees can successfully express their thoughts regarding the change
• The employees will be pressurized at last with lawful tactic if all the aforementioned strategies would go fruitless.

References

Aarons, G. A., Ehrhart, M. G., Farahnak, L. R., & Hurlburt, M. S. (2015). Leadership and organizational change for implementation (LOCI): a randomized mixed method pilot study of a leadership and organization development intervention for evidence-based practice implementation. Implementation Science, 10(1), 11.

Benn, S., Dunphy, D., & Griffiths, A. (2014). Organizational change for corporate sustainability. Routledge.

Bridges, W., & Bridges, S. (2017). Managing transitions: Making the most of change. Da Capo Press.

Carter, M. Z., Armenakis, A. A., Feild, H. S., & Mossholder, K. W. (2013). Transformational leadership, relationship quality, and employee performance during continuous incremental organizational change. Journal of Organizational Behavior, 34(7), 942-958.

Kossek, E. E., Hammer, L. B., Kelly, E. L., & Moen, P. (2014). Designing work, family & health organizational change initiatives. Organizational dynamics, 43(1), 53-63.

Petrou, P., Demerouti, E., & Schaufeli, W. B. (2016). Crafting the change: The role of employee job crafting behaviors for successful organizational change. Journal of Management, 0149206315624961.

Sharif, M. M., & Scandura, T. A. (2014). Do perceptions of ethical conduct matter during organizational change? Ethical leadership and employee involvement. Journal of Business Ethics, 124(2), 185-196.

Vakola, M., Armenakis, A., & Oreg, S. (2013). Reactions to organizational change from an individual differences perspective: A review of empirical research. The psychology of organizational change: Viewing change from the employee's perspective, 95-122.